Export Barrier Perceptions in Tanzania: The Influence of Social Networks

Milanzi, Mursali A.

doi:10.1080/15228916.2012.657941

Cited by 17 publications

(12 citation statements)

References 43 publications

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“…Hence, an ethnic network may provide the kind of trust that is absent in the formal business environment and it may allow enterprises to engage in exchange without formal contracts. Supportive of this, several authors argue that networks (ethnic, social, gender based) are particularly important in African developing countries due to the overwhelming market and institutional failures (Rutashobya et al, 2009;McCormick, 1999;Milanzi, 2012). Second, the weak contractual environment may explain why several companies integrate massively upstream and downstream in their value chain (e.g.…”

Section: Weak Contractual Environmentmentioning

confidence: 99%

Coping with the African Business Environment: Enterprise Strategy in Response to Institutional Uncertainty in Tanzania

Hansen

Langevang

Rutashobya

et al. 2017

Journal of African Business

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Weak institutions, endemic market failures and low trust permeate the Tanzanian business environment. Nevertheless, some local enterprises overcome these challenges. Based on case studies of Tanzanian food processing enterprises, this paper identifies a number of coping strategies that contrasts markedly with the strategies traditionally emphasized by the strategic management literature: Instead of focus strategies, Tanzanian enterprises diversify; Instead of competitive strategies, Tanzanian enterprises adopt network strategies; And instead of internationalizing based on strengths, Tanzanian enterprises internationalize to overcome weaknesses. The paper traces these strategies back to specificities of the Tanzanian institutional environment and discusses implications for the strategic management literature.

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Section: Weak Contractual Environmentmentioning

confidence: 99%

Coping with the African Business Environment: Enterprise Strategy in Response to Institutional Uncertainty in Tanzania

Hansen

Langevang

Rutashobya

et al. 2017

Journal of African Business

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Section: Social Capitalmentioning

confidence: 99%

“…Several recent empirical studies have assessed the presence and effect of social capital of Tanzanian entrepreneurs (Narayan and Pritchett, 1999;Rutashobya et al, 2009;Milanzi, 2012;Tundui and Tundui, 2013). Milanzi (2012), for instance, found that entrepreneurs with relatively more strong and or institutional ties are better able to overcome export barriers and concluded that the composition and quality of the relationships proved more important than network size yet they do not explain specifically how this works. Likewise, Tundui and Tundui (2013) showed that especially bridging social capital affected the profitability of women-owned businesses thus suggesting it is important for these entrepreneurs to establish linkages beyond their immediate local environment.…”

Section: Social Capitalmentioning

confidence: 99%

Capability, social capital and opportunity-driven graduate entrepreneurship in Tanzania

Wakkee

Hoestenberghe

Mwasalwiba

2017

JSBED

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Purpose The purpose of this paper is to gain insight into the reasons why most Tanzanian graduates do not consider entrepreneurship as an attractive career option despite dire labor market conditions, while a small number of them are able to benefit from local opportunities. Design/methodology/approach Utilizing insights from capability and social capital perspectives, a qualitative investigation based on interviews, group discussions and document analysis was undertaken to explore how this phenomenon can be explained and remedied. Findings This study shows that many graduates value entrepreneurship as a potential career but many find their way to be act upon these aspirations blocked. Indeed, actual entrepreneurial capability is only available to a minority of graduates with access to powerful connections who are able to benefit from technological and financial conversion factors. Most graduates cannot benefit from these conversion factors due to the lack of the necessary social capital to break through to the legal, tax, financial and cultural systems. Hence, the authors argue that social capital itself is actually a critical conversion factor toward developing entrepreneurial capability. Research limitations/implications The insight formulated in this study are based on a qualitative analysis of the Tanzanian context and formulated specifically for this particular context. At the same time, the country shares many characteristics with other countries in Africa, many of which are struggling to move toward a more entrepreneurial society. Hence, the recommendations may partially be transferable beyond the specific Tanzanian situation. Theoretically, the notion that social capital should be considered as a key conversion factor enabling aspiring entrepreneurs in translating valued functionings into actualized functionings and thus toward enhancing entrepreneurial capability opens up novel avenues for empirical research into how entrepreneurship can be stimulated. Social implications This study searches for conversion factors from the actual “functioning” toward the real “capability” allowing to succeed as a new graduate and find that social capital itself might act as the critical conversion factor. That brings the authors to the recommendations for policy makers, educators and media, argued in such a way that the entrepreneurial capability of young graduates and their ability to tap into relevant social capital can be enhanced. Originality/value The combination and integration of the Sen’s capability approach with social capital perspectives offers a novel way to explain difference in responses to the Tanzanian institutions and their ability to act upon a valued functioning such as opportunity-driven entrepreneurship.

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“…Acquiring critical and potential resources usually tend to be embedded in a person's network whereby organizations can develop new network alliances with the help of such a person's experience (Ahn et al 2009). Milanzi (2012), argue that Social networks are usually valuable sources of information that are related to the opportunities as well as ideas of new business.…”

Section: Introductionmentioning

confidence: 99%

The Role of Social Networks on Building Organizational Strategic Partners

Ahmed¹

2021

European Proceedings of Social and Behavioural Sciences

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Organizations are entities embedded in the social structures, their position within a wider structure will have a serious effect on their performance. The organization's network relationship usually represents a critical path of securing the necessary resources so that organizations can grow and survives. Resources are also critically needed so that organizations can survive and grow in uncertain environments. The executive's social network will have a positive impact on organizations' access to resources whereby it opens doors for potential opportunities and pushes performance. However, building organizational strategic partners is usually influenced by the working experience of the executives. The aim of this paper is to examine the influence of executives' social networks on building organizational strategic partners in the context of least developed countries. This study will question to what extent the international experience and the heterogeneity of the executives' social network influence building organizations' strategic partners. A multiple case study design has been utilized. The findings of the study revealed that international experience and heterogeneity of the executives' social network will have influences on building organizational strategic partners.

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Export Barrier Perceptions in Tanzania: The Influence of Social Networks

Cited by 17 publications

References 43 publications

Coping with the African Business Environment: Enterprise Strategy in Response to Institutional Uncertainty in Tanzania

Coping with the African Business Environment: Enterprise Strategy in Response to Institutional Uncertainty in Tanzania

Capability, social capital and opportunity-driven graduate entrepreneurship in Tanzania

The Role of Social Networks on Building Organizational Strategic Partners

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